Train the Trainer Conference

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Train the Trainer Conference




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Slide1

Train the Trainer Conference

Phase 3 MyFloridaMarketPlace Utilization SupportTraining Concepts

November 7, 2013

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Training Concepts Objectives

Slide3

Agenda

The Value of TrainingPlanning TrainingTraining ChannelsTraining AdministrationDevelop TrainingTraining DeliveryTraining Continuous Improvement

Slide4

Knowledgeable employees make fewer mistakes and this helps reduce operating costs.Training programs demonstrate that agencies are interested in their employees' professional development or skill enhancement.Employees reciprocate with loyalty. It creates the reputation of a great place to work and results in less absenteeism. Reduce employee turnover as trained employees can grow within the agency.Increase motivation, job satisfaction and morale among employees.Training instills pride in the agency’s work.

Why Develop Training?

Slide5

According to the society for Training & Development:41% of employees at companies with inadequate training programs plan to leave within a year versus 12% of employees at companies who provide excellent training and professional development programs.A company will lose 10 to 30% of its capabilities per year without a consistent skills development plan.By year three, an organization has retained only 41% of its original capabilities, dwindling to 24% by year six. This is mostly due to employee movement, process changes, technology changes.

The Cost of not Training

Slide6

More than 60% of Companies believe that the skill of their teams is the most important success criterion for critical operation functions. Companies in the top quarter in training expenditure per employee per year ($1,500 or more) average 24% higher profit margins than companies that spend less than that (According to HR Magazine).Key success factors for critical operations functions:

Value of Training

Slide7

Benefit to Organization

Available

Appropriate

Accessed

Absorbed

Applied

Benefit to Individual

Learning chains

are designed to make learning more actionable with

your organization’s processes

and individual job roles. Content, be it in the form of a formal class or a piece of information, must be simultaneously available and appropriate to a set of potential problems. If the solution is believed to be available and appropriate, it is more likely to be accessed.If it is accessed, it is more likely to be absorbed.If it is absorbed, it is more likely to be applied.If it is applied, it is more likely to drive individual performance and execution of business processes.

The Learning Chain

Slide8

Value to the State of Florida

Agencies are having to do more with less, increasing effectiveness is key.

Skill development and training programs can impact effectiveness through:

Increased productivity and performance

improvement.

Improved

organization satisfaction.

Increased employee morale and

retention.

A skill

development

and training program

can be developed

u

sing

cost effective methods

.

There are negative impacts and cost

incurred due to a poorly implemented

skill development and

training program

.

Slide9

Agenda

The Value of TrainingPlanning TrainingTraining ChannelsTraining AdministrationDevelop TrainingTraining DeliveryTraining Continuous Improvement

Slide10

To fully capture the value of training, agencies should develop a training plan that matches employee preferences to training modalities and training needs. The training plan should include an instrument to measure the return on investment in categories such as productivity gains, improved customer service, compliance and increased employee morale/retention.Trainers and training development teams must be well trained to ensure support. Executive mandate may be required to ensure a successful training deployment.

Planning Training - Overview

Slide11

The Training Plan

Training Objective

Highlights program activities and provides executive summary.

Training Goals

Documents key goals of the training plan.

Training Team

Identifies training team and defines role and responsibilities.

Training Schedule

Provides high level training schedule. Detail tracking will take place in the training & registration tracker.

Training Development

Defines any training development or updates to material required.

Highlights key dependencies and provides high-level timelines.

Slide12

Demo – The MFMP Training Plan & Calendar

Slide13

Putting Together The Team

Training

Management

Assess training needs.

Develop training plan.

Manage training effort, development & delivery.

The Trainers

Function as subject matter experts.

Assist in training development and planning efforts.

Deliver training.

Key Stakeholders

Participate in training planning sessions, providing input on program area needs.

Contribute to effort by working with training management to collect process improvement data.

Slide14

The training approach aims

to provide comprehensive and targeted training to organization resources while at the same time minimizing the need to develop or participate in unnecessary training.

Define

Roles and Responsibilities

Align

Training Plan

Deliver and Monitor Learning

Develop Competency Model

Provides a bucket of roles, responsibilities and functions around which the training plan is built.

Identifies the capabilities and attributes to be demonstrated by competency level.

Links Roles and Responsibilities to competency levels and outlines a map for delivering training.

Looks at the effectiveness of the learning initiative during delivery and can improve the training approach.

The Training Approach

Slide15

A competency model identifies the core skill and the expectations for each skill per level. Below is an example for competency expectations regarding procurement tools.

Procure to Pay – Procurement ToolsBasicAdvancedMakes effective use of procurement solutionsAcknowledges the need to utilize procurement tools in efficient mannerUtilizes procurement tools for requisitions, receiving, change orders and invoicingKnows the various transactions types and how they work with the financial solutionsUse reporting and search capabilities own work easier and structuredLooks actively to utilize new functionalities and applications that may make work easier and/or help colleagues growSupervises and encourages colleagues to adopt procurement solutions

Developing

a Competency

Model

Slide16

With the user groups and the competency definitions identified, the next step is to map them together. For each user group and competency the Training Plan Team should identify what level a user needs to achieve.

Mapping

Competencies to Groups

Slide17

After the competency model is completed the training plan can be aligned to learning assets.

In-Person Training

Job Aids

Example Learning Assets

Office Hours

Aligning Learning Solution

Slide18

Metrics should be derived to determine training effectiveness. The metrics will assist the Training Team in adjusting training during the year and planning for the next training cycle.

Training Delivery and Monitoring

Slide19

State of Florida Training Plans

If you have regional offices, look to include local resources as part of the training team to minimize travel costs.

Ensure

you have an adequate number of trainers for the number of

users and competency gaps you have identified.

Make

sure

training plan

focuses on training related to your

Agency’s identified procurement priorities.

Utilized MyFloridaMarketPlace provided training channels as part of the training plan to minimize development and training delivery on Agency resources.

Slide20

Exercise – Roles, Responsibilities & Competencies

Break class up into groups

Each group will be given a “role” and a competency (i.e. Purchasing Agent, Contract Administrator, Invoice Reconciliation).

Have each group define a set of expectations for basic and advanced resources.

Have a spokesperson share with the group.

Slide21

Agenda

The Value of TrainingPlanning TrainingTraining ChannelsTraining AdministrationDevelop TrainingTraining DeliveryTraining Continuous Improvement

Slide22

Training Channels

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AdvantagesIntegrates business rules, processes and system transactions.Creates an interactive environment that promotes questions and discussion around training topics.Easily adaptable based upon instructor observation of participants.Recommended for covering complex subject matter.

DisadvantagesHighly trainer dependent.Requires the availability of subject-matter experts to deliver.Must be delivered multiple times and at various locations.Requires prerequisites that ensure that all participants are at the same level and a pace can be set for the delivery of the course.Sustainability of the training is highly people dependent.

In-Person Seminars

What It Is

Typically delivered by experts in classrooms. The course may be supported by a training environment for demonstration and practice.

Best suited for

Learning cognitive content, specifically

conceptual, process based, and application-level content.

Slide24

What It IsA self paced or instructor led method delivered via a Learning Management System (LMS). Best suited forlearning cognitive content related to learning new tools, conceptual and application-level content.

AdvantagesHighly efficient method of training for web-based applicationsCan be taken at point-of-need, wherever users are locatedMaintenance is streamlined; content is updated easily Flexible navigation and strong search capability allows users to access specific information Decreased reliance on trainers

DisadvantagesRequires users to have access to updated PC, modem, web access, etc.Higher development ratios than ILT (more detail needs to be built-in)Requires more robust technical architecture & infrastructureRequires users to have web proficiencyUsers need to be self-motivated and proactive to complete learning

Online Self-Paced

Slide25

AdvantagesIntegrates business rules, processes and system transactions.Allows instructor led training across a broad geographic area.Leveraging In-Person seminar training material reduces development and update time.Can be recorded and distributed to additional users.

DisadvantagesHighly trainer dependent.Requires the availability of subject-matter experts to deliver.Must be delivered multiple times and at various locations.Reduced interaction with participants.Sustainability of the training is highly people dependent.

Webinars

What It Is

Typically delivered by experts virtually. The course may be supported by a training environment for demonstration.

Best suited for

Learning cognitive content, specifically

conceptual, process based, and application-level content.

Slide26

What It IsInformal training conducted one-on-one or with a small group of participants. Emphasizes interactive discussion and hands-on practice of certain tasks. Best suited forPerformance support, specific issue resolution.

One on One Coaching

AdvantagesCreates an interactive environment that promotes questions and discussion around training topics.Allows for rapid and thorough knowledge transfer.Supports the building of relationships and trust.Ideal for small audiences.Very personable.

Disadvantages

Requires more time to deliver.

Requires the coach to have knowledge and expertise.

Not consistent (no training data in the system to structure the discussion).

Slide27

What It IsAn environment in which participants can bring specific examples, questions and issues practice the skills and content learned. Practice environments can contain actual converted data to increase realism. Best suited forDiscovery learning and/or, meaningful reception learning, and/or repetition and practice of learned content.

AdvantagesAllows unlimited practice.Allows users to use a production-like system without fear of the consequences of errors.Great to set up fake error scenarios that participants need to troubleshoot.Great for review after initial training.

DisadvantagesNot always consistent (no guides or training data set up for a specific purpose).Users may have varying levels of proficiency before using.Desired data may not be available.May not be suitable for large numbers of users simultaneously .Refreshes may not be possible.Can be expensive to set-up a separate environment.

Office Hours

Slide28

What It IsA quick reference for simple tasks and information to minimize effort in performing tasks on the job. Best suited forLearning cognitive content, specifically conceptual, process based, and application-level content.

AdvantagesSimple, quick and easy to use.High accessible for referencing at point of need.Flexible approach to cover wide range of needs.Leverages knowledge of the experts and reduces the reliance on their support.Very user friendly.

DisadvantagesDoes not provide a platform for Questions & Answers.Not appropriate for complex tasks.Requires reproduction and distribution and is more difficult to maintain.

Job Aids

Slide29

Exercise – Q&A – Training Channels

What would be an appropriate channel for:

Rolling out new purchasing policy and procedures regarding Purchasing Cards across an agency in several locations?

A refresher on agency specific fields and values for requisitions for all users?

On-boarding new employees in MyFloridaMarketPlace?

Providing assistance on managing agency specific contracts?

Slide30

Agenda

The Value of TrainingPlanning TrainingTraining ChannelsTraining AdministrationDevelop TrainingTraining DeliveryTraining Continuous Improvement

Slide31

At the beginning of each month arrange and confirm the next month’s (or quarter’s) training according to the plan.Consider room reservations far in advance.Reserve conference rooms for seminarsEnsure a computer lab is available for workshopsReserve a quiet space for webinarsOffice hours may require a different type of room depending on goalsConsider the days. Mondays and Fridays may not be the best days.Training times – mornings are often better with less distractions.

Scheduling & Communication

Slide32

Sample Training Tracker

CourseTarget DateStatusTimeChannelLocationStaff LeadAvailable Slots# Registrants# AttendedContracts4/7Completed8:30-9:30 a.m.WebinarOnlineTrainer 1 1003025 Buyer eQuote4/7Canceled2-3 p.m.SeminarTraining Room 1Trainer 220 2 Receiving4/15Open8:30-9 a.m.WebinarOnlineTrainer 1100 5 Catalogs4/20Open10-11 a.m.SeminarTraining Room 1Trainer 220 8 MFMP Buyer4/20Open2-3 p.m.Office HoursConf. Rm. 183Trainer 1 __ eQuote Clinic4/21Open8:30-9:30 a.m.WorkshopComputer Lab 2Trainer 3 __  Buyer eQuote4/30Open8:30-10 a.m.SeminarTraining Room 1Trainer 12010 

The MyFloridaMarketPlace team uses an Excel spreadsheet to track courses and attendance metrics.

Slide33

There are several tools you have access to that can be used to support registration and tracking for your training. Free online tools like survey monkey can be used to manage registrations.Excel can track scheduling, locations, and registration information.Place the document where it can be accessed by the training team to make coordination simple.Use outlook to send calendar appointments to registrants. Communicate trainings via email and internal agency messaging solutions.Use a shared email for training registration replies and confirmations.

Registration

Slide34

Demo – Survey Monkey for Registration Management

Survey Monkey can provide free, self-service registration management

Once created, easy copy of past registration reduces setup time.

Agency users can register themselves, reducing training management overhead.

Cancellations have to be managed by the training registration owner.

Slide35

Develop training process and procedures to make training management easy.Define monthly/quarterly proceduresDefine activities per trainingBuild communication templatesDetermine a cancelation threshold based on registrants vs. maximum course participants. Send reminders or cancelations notices at least 24 hours in advance. Develop a process and procedures document.

Training Process & Procedures

Slide36

Demo

– Training Communications & Procedures

Training course checklist

Communications

Things to consider

Slide37

Agenda

The Value of TrainingPlanning TrainingTraining ChannelsTraining AdministrationDevelop TrainingTraining DeliveryTraining Continuous Improvement

Slide38

Internal Review

Internal Review

Internal Review

Delivery

Development Approach

To ensure that the training course

aligns

with

your agency’s vision

and expectations, include frequent reviews of all developed materials from the training plan to the final build of the course modules.

Internal Review

Slide39

Internal Review

Internal Review

Internal Review

Delivery

Development Approach

To ensure that the training course aligns with your agency’s vision and

expectations, include

frequent review of all developed materials from the training plan to the final build of the course modules.

Internal Review

A training plan design document will define the approach, timeline, and overview of the new material or update.

Slide40

Internal Review

Internal Review

Internal Review

Delivery

Development Approach

Internal Review

The Training outline helps organize the training and directly translates into the training material development. This is key for new material.

To ensure that the training course aligns with your agency’s vision and

expectations, include

frequent review of all developed materials from the training plan to the final build of the course modules.

Slide41

Internal Review

Internal Review

Internal Review

Delivery

Development Approach

Internal Review

Before beginning course material development; build or update training templates. Be sure to refer to agency design standards.

To ensure that the training course aligns with your agency’s vision and

expectations,

include frequent review of all developed materials from the training plan to the final build of the course modules.

Slide42

Internal Review

Internal Review

Internal Review

Delivery

Development Approach

Internal Review

Take checkpoints with overall training development team to ensure material is developing in accordance with training vision and goals.

To ensure that the training course aligns with your agency’s vision and

expectations,

include frequent review of all developed materials from the training plan to the final build of the course modules.

Slide43

Training

Content Development

Training content should be organized into three phases of learning. Tell the audience what they are going to learn. Show them what they need to know. And finally, let them try it themselves.

Slide44

Tell the audience “what” they need to know.

Training

Content Development

Slide45

Show the audience “what” they should be able to “do”

Training

Content Development

Slide46

In this activity, you will use the eQuote templates to launch a quick event for special marketing campaign

Create a new eQuote project Enter the details of your event (per the exercise worksheet) Launch the event (this event will be used in a follow on exercise)

Let the audience “try” what they need to “do”

Training

Content Development

Slide47

Creating Visuals

Keep the design of visuals simple.Ensure legibility to the person sitting the farthest from the screen.Use color with purpose, not for decoration.Keep special effects to a minimum.Provide reasonable production deadlines.

Training SlidesEach slide should illustrate a single point or idea.Use large, legible fonts.Avoid “overcrowding” on the slide, to keep message from being lost.Think about what the slides will look like if printed.

Development Guidelines

Slide48

State of Florida Training Development

Utilize existing MFMP training materials where possible to jumpstart agency specific training development.

IE: Tailor

the Purchasing 101 training to your agency’s requesters and to reflect your agency’s

policies.

Set up example orders, invoices, or contracts so your customers in training can practice on them.

Slide49

Demo

– Adapting MFMP Training

Review of MFMP U Training Materials

Training materials are available for most workshops, seminars and webinars.

Material can be applied to agency templates.

Material can be updated with agency specific information or screen shots.

Slide50

Agenda

The Value of TrainingPlanning TrainingTraining ChannelsTraining AdministrationDevelop TrainingTraining DeliveryTraining Continuous Improvement

Slide51

Rehearse, rehearse, rehearse before the presentation.Arrive extra early at the presentation site and work closely with the technical professional.Bring backup visuals.Project a blank screen during lengthy transition, while entering into discussion.

Presenting Guidelines

Slide52

Learning Styles

While individuals may move between learning styles depending on the situation and level of experience, they tend to prefer one style over another.

Slide53

StrengthsLike to have a goInvolve themselves fully in new experiencesAre open-minded and enthusiastic about anything new  WeaknessesTend to act first and consider the consequences afterwardsOften take unnecessary risksTendency to do too much themselvesRush into action without sufficient planningGet bored with implementation/ consolidation 

Learning Styles - Activists

Activists are

willing

to

execute quick tasks

in the present. They enjoy

presentations,

reading,

and

activities in which they don’t have

to lead.

Slide54

StrengthsCarefulThorough and methodicalThoughtfulGood at listening to others and assimilating informationRarely jump to conclusions  WeaknessesTendency to hold back from direct participationSlow to make up their minds and reach a decisionTendency to be too cautious and not to take enough risksNot assertive – not forthcoming with their point-of-view 

Learning Styles - Reflectors

Reflectors

do not enjoy participating during

learning.

Instead they prefer

to

watch first and absorb the information. They then like to plan

their own course of

action

and then implement

what they have learned.

Slide55

StrengthsThink problems through step-by-stepRational and objectiveGood at asking probing questionsDisciplined approach  WeaknessesRestricted in lateral thinkingLow tolerance for uncertainty, disorder and ambiguityIntolerant of anything subjective or intuitiveFull of “should, oughts, musts” 

Learning Styles - Theorists

Theorists prefer

theories

and

like to have ideas presented

in an

organized

fashion.

The examples need to be real world as long as they make the point.

Slide56

StrengthsLike to try out ideas, theories and techniques to see if they work in practicePractical, down to earth, realisticBusinesslike – gets straight to the pointTechnique oriented  WeaknessesTendency to reject anything without an obvious applicationNot very interested in theory or basic principlesTendency to seize on the first expedient solution to a problemOn balance, task oriented rather than people oriented

Learning Styles - Pragmatists

Pragmatists

prefer

realistic examples that relate directly to

their roles. They would rather learn how to apply the concept to their job rather than review hypothetical.

Slide57

Increasing Learning

Behaviors that increase learning: Behaviors that decrease learning Asking questionsSuggesting ideasExploring optionsTaking risks and experimentingBeing open about the way it isAdmitting inadequacies and mistakesConverting mistakes into learningReflecting and reviewingDiscussing what has been learnedTaking responsibility for your own learning AcquiescingRubbishing ideasGoing for expedient, quick fixesBeing cautiousTelling people what they want to hear/ filtering bad newsNot admitting mistakesRepeating the same mistakesRushing around being active all the timeDiscussing only what happenedWaiting for others to do it for you  

As parting of a skill development program, learners should be encouraged to participate with an open mind.

Slide58

Exercise – Training Development

Break class up into groups

Each group will be given a “channel” and a set of Lego.

Each group will build a prototype with a minimum of 15 pieces.

Each group will build training based on the channel in order to have the other groups build their design.

Deliver the training.

Slide59

Agenda

The Value of TrainingPlanning TrainingTraining ChannelsTraining AdministrationDevelop TrainingTraining DeliveryTraining Continuous Improvement

Slide60

Training Feedback

Attendance lists

Create sign in sheet from registration process.

Have last minute attendees manually enter their information.

Reconcile registrants vs. attendees to ensure compliance and tracking against training goals.

Course Surveys

Develop a course survey that allows you to compare each course against others.

Strongly encourage attendees to complete survey’s.

Analyze and store results in a central location for easy annual review.

Performance Metrics

Set measurable performance metrics and take before & after picture to see improvements .

Slide61

Sample Survey Questions

The following questions can be measured on a five point scale: (Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree)

The Training was well organized

Training materials were helpful to my

learning.

The information presented will be of value to me in my current and / or expected job responsibilities.

Training leader was knowledgeable about the MFMP system.

Training was easy to understand.

Training leader answered my questions clearly

The pace of the instruction was appropriate

.

This question is measured on a five point scale: (Excellent, Good, Average, Fair, Poor)

Overall

I found the MyFloridaMarketPlace Training to be

:

It is a good idea to have an open entry section where users can fill in additional comments.

Slide62

Demo – Training Survey Feedback

Survey Monkey

www.surveymonkey.com

Free accounts

Online survey’s

Survey result analysis and export

Slide63

On an annual basis conduct a training review session with training team and key stakeholders.Utilize collected training feedback and metrics to determine prior year training effectiveness.Review competency model and adjust based on agency organization and process and procedure changes.Develop new training plan based upon feedback and metrics.

Annual Training Review

The training development approach requires annual feedback, ensuring that the next training plan advances the skills and knowledge gains obtained during the current cycle.

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